Caltex Operational Excellence Management System (OEMS)

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This document contains confidential and proprietary information of Caltex Australia Petroleum Pty Ltd (Caltex).

Any use of this document outside Caltex without express, prior, written permission from Caltex is prohibited.

Caltex Operational Excellence

Management System (OEMS)

An overview

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Contents

CEO’s Message 3

Operational Excellence 4

Leadership Accountability & Culture 5

The Management System Process 6

Operational Excellence Processes 8

OEMS Process 1 - Security Management 9

OEMS Process 2 - Facility Design & Construction Integrity 10

OEMS Process 3 - Pre-Start up Safety Review 11

OEMS Process 4 - Risk Management 12

OEMS Process 5 - Safe Work Systems 13

OEMS Process 6 - Process Safety Information 14

OEMS Process 7 - Document Management 14

OEMS Process 8 - Occupational Health 15

OEMS Process 9 - Routine Work Procedures 15

OEMS Process 10 - OE Training & Competency 16

OEMS Process 11 - Management of Change 16

OEMS Process 12 - Maintaining Asset Integrity 17

OEMS Process 13 - Third Party Goods & Services Provision 17

OEMS Process 14 - Environmental Stewardship 18

OEMS Process 15 - Product Stewardship 18

OEMS Process 16 - Incident & Injury Management 19

OEMS Process 17 - Consultation 19

OEMS Process 18 - Emergency Management 20

OEMS Process 19 - Compliance Assurance 20

OEMS Process 20 - Performance Monitoring & Governance 21

OEMS Process 21 - Advocacy 21

OEMS Process 22 - Food Safety 22

OEMS Process 23 - Environmental Requirements for Property Transfer 22

Glossary 23

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CEO’s Message

Julian Segal

Managing Director and CEO

Caltex is committed to being the market leader in complex

supply chains and the evolving convenience marketplace, by

delivering the fuel and other everyday needs of our diverse

customers through our networks.

To achieve this we need to be leaders in understanding and

managing our risks and in continuing our relentless pursuit of

operational excellence.

We have a very strong record of continuous improvement in

safety, health, security, asset reliability and environmental

performance and it is integral to the Caltex culture through our

Care value.

A systematic approach to managing operational excellence is

critical to sustaining our performance and culture over the long

term. This in turn provides a very strong foundation for

improving and growing our business. The Operational Excellence

Management System (OEMS) described in this overview

provides the structure and guidance to allow everyone in Caltex

to manage our risks and compliance responsibilities effectively.

I ask everyone in Caltex to be familiar with the OEMS and to

know your role in the management of operational excellence.

Julian

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Operational Excellence

Caltex places the highest priority on the safety, health and security of our workforce, customers and neighbours,

protection of the environment, the quality of our products and the reliability of our assets.

The Caltex Operational Excellence Management System (OEMS) provides a framework for systematically managing

personal safety and health, process safety, the environment, reliability and efficiency. Through disciplined use of the

OEMS, Caltex integrates OE processes, standards, procedures and behaviours into our daily operations.

The OEMS helps us identify and manage the risks we encounter in our business. The system is effective because it

requires leader-driven assessment of strengths and gaps, completion of risk-reducing actions, regular review of progress

and continual improvement.

The OEMS is designed to meet the requirements of ISO 14001:2004 and OHSAS 18001:2007 and goes beyond the scope

of these by establishing additional expectations for elements including security, reliability and efficiency, and product

stewardship.

The Caltex OEMS consists of three integral parts:

Operational Excellence (OE) is the systematic management of personal safety and health,

process safety, environment, reliability, and efficiency to achieve world-class performance.

Leadership Accountability & Culture

The foundation of success in

OE is for it to be embedded in the

Caltex culture. The most important

factor in establishing this is strong,

visible, accountable leadership.

Management System Process (MSP)

Maintaining high performance

in OE requires discipline in

measuring performance and acting

on the results. Integral to the

continuous improvement of the

OEMS, the MSP also includes

ongoing work to close gaps in the

processes that govern personal

safety and health, process safety,

environment, reliability and

efficiency within our business.

Operational Excellence Processes

Governed by OE expectations and

objectives, the 23 OE processes set

the standards and requirements

that must be met by the business.

Where applicable, these processes

also call upon corporate policies

and standards.

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Leadership Accountability and Culture

The single largest factor for success in operational excellence is leadership. Leaders are accountable not only

for getting results, but getting results in the right way and behaving in accordance with the Caltex values.

They are accountable for running the OEMS and enabling and delivering OE performance.

The combination of strong, visible, accountable leadership and everyone living the Caltex values will foster a

sustainable culture of operational excellence.

The key accountabilities for leaders within Caltex are to:

Lead, Align and Cascade OE

Leaders establish a clear vision and communicate objectives, metrics and targets. They champion OEMS and ensure

processes are in place and functioning to achieve these objectives. They also ensure resources, roles and accountabilities

are aligned to enable this.

Lead the Management System Process (MSP)

Leaders ensure the MSP is undertaken and integrated into business planning. This will ensure continual improvement

with appropriate items accurately identified, assessed, prioritised and resourced. These items are included in the overall

business plan and monitored and stewarded to completion. The MSP also verifies business compliance to the OEMS.

Reinforce OE Culture

Leaders demonstrate that operational excellence is a personal core value and show concern and care for the safety and

health of every individual. They equally demonstrate commitment to personal safety, process safety and environmental

risk mitigation; and to achieving world class reliability and efficiency. Leaders also understand and model the behaviours

necessary to build and sustain a strong OE culture.

Instil Operational Discipline

Leaders demonstrate operational discipline by shaping their own behaviours and directing, monitoring and shaping the

behaviours of the workforce they lead. They ensure individuals have the correct information, knowledge, skills and

resources to carry out their work, and promote an unwavering commitment to operational discipline. Leaders define,

communicate, monitor and coach to ensure adherence to OEMS. They provide feedback and consequences to support

the right behaviour and correct undesirable behaviours in line with a ‘just and fair’ culture.

Comply with OE Requirements

The workforce, including leaders, demonstrate compliance with OE requirements by always following required practices

or procedures and using management of change processes for deviations. They maintain a healthy sense of vulnerability,

ask questions, stop work when necessary, and share and apply learnings.

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The Management System Process (MSP)

The Management System Process (MSP) is a systematic approach to driving improvements in OE Performance. It is linked to the business planning process and is used to integrate OE objectives, plans and activities into daily operations.

The MSP helps to establish OE priorities and plans, and guides the development of measures to monitor progress towards world-class results.

The Management System Process consists of five steps:

Vision & Objectives

An OE vision is established, or validated, and specific objectives and measures for success are identified and cascaded to the workforce.

Assessment

A comprehensive OEMS self-assessment is completed periodically to identify and prioritise gaps in OE Processes and performance against established objectives.

Planning

A three-year plan is developed to manage the prioritised gaps. Plans are incorporated directly into business plans and accountabilities are assigned.

Implementation

Planned actions are implemented along with other business plan activities. OE networks are engaged to share lessons learned and seek out best practices and processes that can be adopted to achieve plan objectives.

Review

An annual review of all OEMS activity is conducted to evaluate progress on performance and identify necessary adjustments to plans to achieve the OE vision and objectives.

Management System Process (MSP)

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The Management System Process

External Review

To ensure the OEMS is in line with broader company and industry standards, periodic reviews of the OEMS and its processes are conducted through a range of independent internal audits and external benchmarking reviews. Findings from these reviews form inputs to the Management System Process review.

Monitoring and Governance

A systematic approach to continuous improvement is needed to drive progress toward operational excellence. Monitoring of performance against key objectives is essential to identify those aspects of OEMS most in need of improvement. Governance is the process used to ensure the results of monitoring are analysed and reviewed, and that appropriate actions are taken to facilitate improvement. The figure below summarises the OEMS approach to Monitoring and Governance.

OE Process Governance

Each OE Process has a minimum of one Sponsor and Advisor who are accountable for the accurate and timely measuring, reporting and verification of the health and ‘practical effectiveness’ of the process at appropriate intervals. The review interval is dependent on the material risk, maturity, history and dynamic nature of each process. OE Process Sponsors and Advisors are also accountable for conducting the MSP, and the development and implementation of any improvements within their respective OE processes.

Routine Monitoring

The vast majority of performance monitoring is performed at a business unit level (e.g. refinery, terminals, depots, retail outlets) and is focused on individual controls against OE risks, such as routine maintenance checks, observations of tasks, field audits or emergency exercises.

Approach to Monitoring and Governance within OEMS

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At the core of the Operational Excellence Management System are 23 OE Processes that set the policy and framework for managing OE.

This booklet provides an overview of each of the OE Processes, along with a summary of the purpose and objectives.

The general structure of the OEMS is as follows:

Each process and sub-process under the OEMS contains five key components:

1. Purpose, Scope and Objectives - defines the process boundaries and interfaces with other processes, along with pur-pose and expected results.

2. Procedures - describes the steps necessary to be performed and how they are to be accomplished.

3. Resources, Roles and Responsibilities - defines who is responsible for doing the work, and for administering and maintaining the process.

4. Measurement and Verification - describes the measures and methods to be deployed to confirm that the objectives and desired results are being achieved, and that the critical components of the process are adequately designed and are being executed effectively.

5. Continual Improvement - utilises measurement and verification results and other input to evaluate how to improve the process and ensures actions are taken to improve process design and effectiveness.

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OEMS Process 1: Security Management

To ensure:

The workforce, visitors and customers at Caltex operated sites are protected from security related threats.

Access to sites, facilities, vehicles and/or vessels under the management and control of Caltex is managed in accordance with all prescribed internal and external (e.g. legislative) requirements.

Caltex property (including intellectual property and data) is protected from harm or loss.

Objectives:

Potential security threats to Caltex facilities and activities are mitigated through the development, implementation and maintenance of risk-based security control measures.

Security management plans are developed and implemented in accordance with relevant legislative and Caltex requirements.

The workforce is actively engaged in awareness and vigilance about security.

Compliance with relevant Maritime, Aviation and Major Hazard facility legislation.

Continual improvement in the management of security across Caltex.

Security management is integrated with related processes for emergency management, business continuity and information protection and with business planning and strategy.

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OEMS Process 2: Facility Design & Construction Integrity

To ensure:

Safety, health, security, environment and reliability requirements are incorporated into the design and construction of new or modified facilities.

Construction and operational hazards are identified and assessed, including environmental aspects and human factors.

Associated risks are managed by utilising best practice standards, systems and procedures throughout the project lifecycle.

Objectives:

Risks are identified, assessed and appropriately controlled throughout the process of design, fabrication, construction, installation and commissioning of facilities and equipment.

Regulatory requirements and community expectations are identified and addressed in the early stages of projects for new or modified facilities.

Caltex design standards and practices:

- Are reviewed regularly for currency with legislation and industry standards.

- Are used for all facility design and construction projects.

- Specify the need to consider operational excellence risks and regulatory requirements when making capital investment decisions.

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OEMS Process 3: Pre-Start up Safety Review (PSSR)

To ensure:

All elements required for safe, healthy, secure and environmentally sound operations have been addressed prior to starting up new or altered facilities, or returning equipment to service after it has previously been decommissioned, has been idle or out of service.

Objectives:

Pre-Startup Safety Reviews are conducted for all changes significant enough to require changes to process safety information.

Pre-Startup Safety Reviews are conducted prior to commencement of commissioning activities.

Operational readiness checks are completed for return to service of all plant and equipment that has been taken out of service for significant maintenance or repair work, has been previously decommissioned or has been idle for more than one month.

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OEMS Process 4: Risk Management

To ensure:

A standardised and systematic approach to the identification of hazards, assessment of risk and effective adoption and maintenance of control measures.

Risk management to eliminate or minimise the adverse effect of accidental losses on the organisation by providing a basis for the judgement of the tolerability of a risk present in the workplace.

Objectives:

The organisational intent for management of risks is understood.

Application of a standard risk management approach across controlled facilities and activities.

Structured hazard identification and risk assessments are performed for all new projects, facility, process and organisational modifications, and ongoing operations.

Risk management plans are established to ensure risks are reduced so far as is reasonably practicable for health and safety risks, and to Target Risk otherwise. These plans are regularly updated and implemented in a timely and consistent manner, and all identified mandatory risk-reduction action items achieve closure within defined timeframes.

Adoption of controls is consistently supported by systems for ensuring continued maintenance and reliability of those controls.

The hazard identification, risk assessment and evaluation of control measures is maintained and periodically reviewed and re-validated.

Continual improvement in both the management of risks and risk profile is demonstrable.

Consultation with workers takes place through the risk assessment process and workers are informed of the hazards, risks and controls which may impact them.

Regulatory obligations with respect to Risk Management are met.

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OEMS Process 5: Safe Work Systems

To ensure:

The workforce and plant are protected from the hazards associated with work at Caltex.

Safe work systems and behaviours, when applied effectively, provide practicable measures to limit the risk of injuries and incidents occurring.

Objectives:

Safe work practices and behaviours are clearly identified and practiced by the entire workforce.

A work instruction or job safety analysis is completed as part of the work planning process and appropriate controls are put in place to protect individuals.

A work permit is issued, or a work clearance prepared where appropriate, prior to work commencing.

Plant and equipment are effectively isolated from all sources of energy and hazardous materials prior to any work being carried out.

Hazards associated with confined spaces, excavation, working at height, high risk, and electrical work are assessed, and appropriate control measures are implemented to reduce risks to as far as reasonably practicable.

Driver safety risks are mitigated by applying appropriate driver safety management processes to vehicle specifications and purchasing, and driver training and competency.

Manual handling and ergonomic factors are considered during design of plant and workplaces, and residual manual handling risks are identified and appropriate controls implemented to mitigate hazards.

All relevant elements of Caltex’s comprehensive safety program are clearly understood and applied by the workforce.

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OEMS Process 6: Process Safety Information

To ensure:

Process Safety Information (PSI) is fully documented, validated, maintained as current, and made readily accessible to those who need to use it or reference it in their work. PSI consists of key data essential for ongoing management of operational process related risks. In this context “process” refers to any activity or operation involving hazardous materials including use, storage, manufacturing, handling, or on-site movement.

Objectives:

Relevant PSI is documented for applicable Caltex managed or operated facilities

PSI is readily accessible to individuals that need it for identifying hazards and controlling process risks

PSI is kept current and reviewed following changes, incidents or new learnings.

OEMS Process 7: Document Management

To ensure:

The most current authorised version of a document is always accessible and held in a secure environment, that is the single source of truth.

Documents are controlled, and no unauthorised, out-dated or incorrect procedures are being followed.

The risk of incidents due to incomplete knowledge or direction is mitigated.

Decisions are made, and actions are taken, based on current and authorised information.

Regulatory and legislative requirements for document controls, where applicable, are met.

Objectives:

Documents critical for safe, reliable, efficient operation are periodically reviewed for adequacy and approved by authorised personnel before release.

Only the latest authorised version of managed documentation is in use, with superseded or obsolete documents archived.

Controlled documents and information are readily accessible, quick to retrieve and clearly identifiable.

Document security requirements are met.

A systematic review, revision and approval process is in place for all controlled documents.

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OEMS Process 8: Occupational Health

To ensure:

Caltex effectively manages all environmental hazards and external stressors that individuals may potentially be exposed to that can impact on health and safety in the workplace.

Compliance with all relevant Commonwealth and State workplace health and safety legislation.

Objectives:

Sustainable and effective processes are in place to identify and assess all potential Occupational Health and Hygiene hazards.

Risk based occupational hygiene monitoring and health and medical surveillance programs are in place.

Health and hygiene data is collected, managed and retained.

Ensure individuals are ’fit for work’ and able to undertake their work in a manner that does not pose a safety or health risk to themselves or others.

OEMS Process 9: Routine Work Procedures

To ensure:

Safety, health, security, environmental and reliability risks associated with routine operational and maintenance tasks are minimised through the development and use of authorised, documented procedures or work instructions.

Objectives:

Procedures (or work instructions) are in place for all routine operational and maintenance tasks across the business.

Procedures are implemented effectively through strong consultation, communication, training, monitoring and document control.

Correct, approved procedures are used for all routine operational and maintenance tasks.

Procedures are maintained, up to date and readily accessible.

Procedures are reviewed and continuously improved throughout their lifecycle.

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OEMS Process 10: OE Training & Competency

To ensure:

Individuals have the skills and knowledge required to perform their work in an incident-free manner and in compliance with relevant legislation and company policies and procedures.

Objectives:

The competencies (skills, knowledge and behaviours) required for key roles are identified.

Individuals receive appropriate training to perform their roles and/or are assessed as competent to perform key roles.

Training and assessment activities required to safely perform a key role are documented.

The quality and effectiveness of training and assessment of individuals is monitored.

OEMS Process 11: Management of Change

To ensure:

A robust and systematic approach to the management of changes which have the capacity to affect safety, health, security, the environment or reliability within Caltex facilities and business functions.

Objectives:

A standard Management of Change (MOC) process is applied across all Caltex facilities and activities, whenever a change as defined by this process is to be made.

All applied MOC processes incorporate adequate impact analysis, hazard identification and risk assessment carried out by competent individuals.

Approvals for changes which have the capacity to introduce hazards or increase OE risks are made at the appropriate level.

Individuals impacted by a change are provided with adequate information, instruction and training pertaining to the change.

Changes are appropriately documented to ensure ongoing currency of Process Safety Information (PSI).

Changes are reviewed to determine whether the intended outcomes have been realised in practice

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OEMS Process 12: Maintaining Asset Integrity

To ensure:

Facilities are operated and maintained to ensure asset integrity and minimise safety, health, security and environmental risks.

Objectives:

All locations or business areas within scope that have assets under their control have a system in place for managing asset integrity.

There is an actively monitored process for managing inspection, monitoring and testing of OE critical assets.

Reactive maintenance is appropriately identified, prioritised and completed in a timely manner.

Regular analysis and trending of preventative and reactive maintenance is conducted.

Maintenance records are managed and regular reviews of performance are conducted to identify opportunities for improvement.

OEMS Process 13 : Third Party Goods and Services Provision

To ensure:

All third parties providing services under Caltex’s operational control meet OEMS requirements through the application of an approved selection, engagement, monitoring and performance review process.

An approved process is in place to manage purchasing and receipt of plant, equipment and other goods.

Objectives:

A process exists to detail third party service provider scope of work and performance requirements.

A process exists to evaluate and select third party goods and services using criteria that includes an assessment of capability to perform work in a manner that minimises risk to safety, health, security, environment and reliability.

Third party service providers, including their subcontractors are appropriately screened, trained and qualified to perform work.

All contractors are assigned a contract owner, a health, safety and environment (HSE) owner, a risk category, and maintained on a contractor master list.

A formal contractor HSE management program is in place for all medium and high risk work.

All other third parties working on Caltex facilities are subject to the site on-boarding induction, relevant business area safe practices and HSE engagement and monitoring requirements.

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OEMS Process 14: Environmental Stewardship

To ensure:

A process is in place to describe the overarching environmental protection and management practices to be implemented by all functional areas of the Caltex business.

Objectives:

Environmental aspects, impacts and legislative requirements associated with our business are identified and managed using a risk based and systematic approach.

Adequate monitoring, measurement and reporting of environmental performance is undertaken to inform business decisions and drive continual improvement.

Systems and training, to protect the environment, reduce our environmental impact and ensure compliance with legislation are implemented and maintained.

Products are manufactured, marketed and distributed in a manner that will not cause harm to the environment.

OEMS Process 15: Product Stewardship

To ensure:

Fit for purpose petroleum products that meet specifications are supplied without incident, taking into account the entire product life cycle.

Objective:

Identify, assess and manage potential safety, health, environmental and product integrity risks that may be related to Caltex products throughout their product lifecycle (PLC). The PLC runs from conception and development through acquisition, manufacture, storage, transportation, distribution, use, recycling and final disposition (reuse, recycling, disposal).

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OEMS Process 16: Incident & Injury Management

To ensure:

Incidents or injuries are reported promptly, investigated thoroughly and action is taken to prevent recurrence.

In the case of an injury the individual is given support and guidance through treatment and return to work.

Objectives:

Accurate and timely reporting of incidents and injuries.

Effective investigation of incidents and injuries with accountable investigation ownership.

Appropriate investigation timeframes and review.

Effective consultation with individuals.

Effective management of workplace injuries and return to work, with a standardised injury and worker’s compensation management process applied across all Caltex facilities.

Measuring and monitoring of safety performance.

Compliance to statutory requirements for incident reporting and employee return to work

OEMS Process 17: Consultation

To ensure:

Effective two way communication with stakeholders (e.g. workforce, contractors, community, regulators) about safety, health, security and the environment.

Objectives:

Safety, health, security and environment related management decisions for Caltex workplaces or activities are made in consultation with key stakeholders who may be impacted.

Information about safety and health is made available to individuals.

The workforce is given reasonable opportunity to raise and express their safety and health concerns.

Compliance with legislative requirements for consultation is maintained.

Where applicable, neighbours of facilities are appropriately consulted about safety, health, security and environmental matters relating to Caltex operations.

Emergency Services who may be required to respond to Caltex sites are appropriately consulted about emergency response arrangements and infrastructure.

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OEMS Process 18: Emergency Management

To ensure:

The effective management of emergencies and incidents in order to protect the safety and health of the workforce, contractors, visitors, the public and the environment.

In the event of an emergency or incident, damage to Caltex and surrounding assets is minimised.

In the event of an emergency or incident continuity of critical business processes is maintained.

Objectives:

A clear process is in place to notify Caltex management and (where required) external organisations of significant safety, health and environmental incidents.

Emergency plans are in place for all aspects of Caltex operations.

Emergency Plans meet Caltex and legislative requirements.

All individuals with a role in emergency response plans are competent to perform their role, and routine emergency exercises are conducted to maintain competency.

Business Continuity Plans are in place for all critical processes.

OEMS related regulatory approvals are current and regulatory deadlines are met.

Dealings with regulatory authorities are conducted according to Caltex standards and policies.

OEMS Process 19: Compliance Assurance

To ensure:

The Caltex Operational Excellence Management System (OEMS) addresses relevant legislation (i.e. Acts and Regulations) and Caltex corporate requirements applicable to Operational Excellence (OE).

Objectives:

OEMS Process Sponsors and Advisors are aware of their relevant legislative and corporate requirements.

Legislative updates are incorporated into OEMS processes as required.

OEMS processes are periodically reviewed to identify compliance gaps, with gap closure action plans developed and tracked to completion.

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OEMS Process 20: Performance Monitoring and Governance

To ensure:

Regular performance monitoring and governance is in place for all OEMS processes.

An appropriate governance framework is in place to report on the effectiveness of each OEMS process, and that the results of performance monitoring are acted upon and used for continuous improvement of OEMS.

Objectives:

All OEMS Processes are monitored according to appropriate performance indicators.

Regular OEMS governance reviews are conducted to ensure OEMS Processes have robust design, are effectively embedded and are operating effectively.

The Management System Process (MSP) is conducted annually to continually improve the OEMS through systematically identifying gaps in the OEMS, developing and implementing gap closure plans, and integrating these plans into the Caltex business planning process.

OEMS Process 21: Advocacy

To ensure:

Caltex identifies, tracks and comments on new and proposed legislation and policy issues, and industry and authority recommendations that may impact on Caltex operations.

Objectives:

New and proposed legislation, associated guidance material, and emerging policy issues (including initiatives driven by industry groups) are reviewed by Caltex prior to enactment.

Where there is benefit, Caltex comments on and attempts to influence the content of proposed legislation and guidance material.

Key individuals are notified of upcoming changes in legislation that may impact on management of OE risks across the business.

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OEMS Process 22: Food Safety

To ensure:

Food that is sold through Caltex facilities is safe to consume. Through an established food safety management system, safety risks to consumers are as far as is practicable, eliminated or substantially minimised.

Objective:

Process control requirements are satisfied at each step of the food handling process.

Food handlers and their supervisors have the necessary skills and knowledge.

Requirements for the health and hygiene of food handlers, and the cleaning, sanitising, and maintenance of premises and equipment are complied with.

Licencing and regulatory requirements are understood.

OEMS Process 23: Environmental Requirements for Property Transfer

To ensure:

Due diligence is applied to the evaluation of risk and management of site contamination during property transfer.

Objectives:

The approved due diligence process during property transfer is clearly understood by all stakeholders.

There is an appropriate evaluation of the risk of site contamination during the property transfer process.

There is an appropriate evaluation of the risk of site contamination during the property transfer process.

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Glossary

Control

Is a measure which reduces the likelihood of the outcome of an identified risk scenario or threat or which reduces the severity of the outcome or potential consequences of an identified risk scenario or threat.

Hazard

An item, activity, procedure, process, substance, occurrence, situation or any other circumstance or object that has the potential to cause injury or illness to persons, harm to the environment or damage to property.

Operational Excellence

The systematic management of safety, health, environment, reliability and efficiency to achieve world-class performance.

Operational Excellence Management System (OEMS)

A standard approach for achieving world-class performance in safety, health, environment, reliability and efficiency. The OEMS consists of three parts:

- Leadership Accountability

- Management System Process

- OE Processes

Risk

Is a measure of harm derived from the likelihood and potential consequences of a hazard causing injury, illness or damage.

Risk management

Risk management is the identification, assessment, and prioritisation of risks followed by coordinated and economical application of resources to minimise, monitor, and control the probability and/or impact of events with the potential to cause harm or injury to people, environment, assets or the organisation. Risks can come from uncertainty in financial markets, project failures (at any phase in design, development, production, or sustainment life-cycles), legal liabilities, credit risk, accidents, natural causes and disasters as well as deliberate attack from an adversary, or events of uncertain or unpredictable root-cause. Risk Management is an approach to ensure risk is proactively and systematically identified and controlled.

http://en.wikipedia.org/wiki/Risk

http://en.wikipedia.org/wiki/Act_of_God

http://en.wikipedia.org/wiki/Root_cause

Caltex Operational Excellence Management System (OEMS)

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